Łukasz Sułkowski

Elements of Organizational Culture - theoretical and methodological problems

Abstract Elements of organizational culture - theoretical and methodological issues The purpose of this article is therefore the analysis of the various elements of organizational culture that are present in different concepts of culture. This is an important problem from the point of view of theory and practice of managing organizations because it is through research and development that culture can be managed, or at least influenced. The article analyzes different elements of organizational culture that can be identified in empirical research. 13 different types of cultural components were identified, ranging from values to organizational subcultures. Streszczenie Elementy kultury organizacyjnej - problemy teoretyczne i metodologiczne Celem artykułu jest zatem analiza różnych elementów kultury organizacyjnych, które przewijają się w różnych koncepcjach kultury. Jest to problem istotny z punktu widzenia teorii i praktyki zarządzania organizacjami ponieważ, to właśnie poprzez badania i kształtowanie składników kultury można nią zarządzać, lub chociażby wywierać na nią wpływ. W artykule poddano analizie zróżnicowane elementy kultury organizacyjnej, które mogą być identyfikowane w badaniach empirycznych. Wyróżniono 13 różnych rodzajów składników kulturowych, począwszy od wartości, aż do subkultur organizacyjnych.

COMPArATivE CriTiCAL rEviEw OF COrPOrATE SOCiAL rESPONSiBiLiTy BuSiNESS MANAgEMENT MODELS

Background. Today’s turbulent economic reality characterised by market distortions, financial and economy crises and increasingly frequent business scandals question the validity of current business models, including also those concerning the notion of Corporate Social Responsibility (CSR). Research aims. The aim of this article is the comparative critical review of the most common CSR business models and criticism of the current CSR rhetoric. We hypothesise that the CSR business model should have grounded institutional foundations that the majority of them lack. Methodology. As a methodology in our research we use a critical management studies. We base our analysis on the profound literature review. Following the ethical-normative theory of Hopwood (Hopwood & Miller, 1994) and acknowledging stakeholders approach, legitimacy theory, and social contract theory as foundations of our motivation we critically compare 7 conceptual CSR business models. These business models are described based on the positive theory. Key findings. The general conclusion indicates that the reviewed CSR business models do not consider institutional factors and pragmatic realism of business activities. Moreover, those models are embedded in unrealistic economic conditions. They have many shortcomings and weaknesses that as for now remain a challenge both for the academic research and practice.

Strategic Management as the Ideology of Power

Abstract The purpose of this paper is to present the key themes of strategic management from the perspective of Critical Management Studies [More: Sułkowski, 2012]. Strategic management seen as the most advanced and sophisticated form of targeting reseved only for the elite top menagement is interpreted by critical scholars as an ideology of power exercised by elites. The article presents the analysis of the foundations of the CMS, and then puts these issues in the field of strategic management.

A 3D model and typology of organisational culture

Abstract The proposed model of organisational cultures I used in my research is based on three dichotomous dimensions borrowed from G. Hofstede and other researchers. Although Hofstede proposed studying organisational cultures according to other dimensions of values than in the case of cultures of whole societies, there are numerous authors who think his model is more general and so apply it to organisational cultures too. It seems that three out of five dimensions proposed by Hofstede can become a basis for such a multidimensional model and typology. I am also in favour of this approach, as I believe that three of the dimensions included in Hofstede’s model are of a universal character, whether they concern individuals, organisational cultures or social cultures [Sułkowski 2012, pp. 103-118]

Cultural Factors of Trust in a Public Organization as a Workplace

In this chapter, the concept of trust in organizations is dissected and analyzed within the framework of national culture. The authors evaluate organizational trust in the context of culture with many of the following variables: interpersonal conflict, resistance to change, empowerment, and support for innovation, as noted in the literature. Trust is analyzed within the framework of social capital. The aim of this chapter is to examine empirical research and the concepts that support the meaning, structure, and progression of trust across various cultural confines in order to develop an accumulative pool of knowledge on this immensely complex process.

Entrepreneurship of Family Businesses in the European Union

Family entrepreneurship as a form of economic activity plays a significant role in enlargement processes, integration and competitiveness improvement policies of the European Union. Family entities in their business strategies must take into account coping with the rules and practices of the European common market and internationalization as well as solve their specific problems related with family relationships and business and multi-generational perspective of functioning. The specific nature of family entrepreneurship requires an understanding of its nature and criteria for distinguishing these entities from other companies. In EU countries, family businesses have dominated the sector of small and medium-sized enterprises but also they play a significant role among large businesses. Family businesses create most jobs and nearly half of GDP, they are also a source of competition and the development of the market mechanism.

Internet of Things - New Paradigm of Learning. Challenges for Business

The Internet of Things (IoT) is a new technology paradigm envisioned as a global network of machines and devices capable of interacting with each other. It can change everything - including ourselves because technology and accompanying digital transformation change a character and a way of the current learning process. On the one hand, it refers to a man that acquires more and more advanced digital skills and competencies supported by smart education systems. On the other hand, it refers to smart machines based on artificial intelligence (AI) which analyse people’s opinions, decisions and behaviour, thanks to which they acquire knowledge and learn their emotions. As a result, they perform activities that used to be characteristic only for people. In such an approach, education becomes a natural activity at the same time being a natural sequence of remaining in the ecosystem of mutual connections. But it is also a source of dangers of informational rubbish bin and post-true messages that could spoil a real learning effort. Undoubtedly, it creates a great number of new challenges facing enterprises which while combining innovative technologies with their core resources will build their own ecosystem of Smart Business Intelligence. The aim of the paper is to identify and explore possibilities of IoT as a new paradigm for learning, with particular focus on its significance for business.

Metaphors in Management – Blend of Theory and Practice

Łukasz Sułkowski is Professor of Economics and Humanities. He is Chair of HEI Management Department at the Faculty of Management and Social Communication of the Jagiellonian University (Poland), at Clark University (USA) and the Chair of the Management Department at the University of Social Sciences in Lodz (Poland). He is Vice-President of the Polish Accreditation Committee. This book will help managers understand organizations in non-quantitative manner. The modern-day managers are challenged with dealing with these constantly increasing complexities in the pursuit of efficiency and effectiveness. They must understand how constant changes influence their tasks so they can contribute to establishing a fast-reacting organization. The authors analyze how metaphors can serve as methods or tools that provide insight into how organizations function, and how best to deal with making them successful in a state of permanent change.

Understanding Organizational Intercultural Interactions in Corporations

The understanding of organizational interactions in corporations is based on the several definitions and typologies. There are many possible organizational interactions connected to different social processes, such as communication, power relations and control, tangible and intangible exchange and others.

The Culture of Control in the Contemporary University

The purpose of this chapter is to present a critique of the fundamental ideas of neoliberal university management, where the culture of control and the culture of evidence play key roles. It is based on the concepts of new public management as applied to universities, which have been reflected on in a critical management studies stream and other radical trends in social sciences. This chapter puts forward a question about the effectiveness of applied neoliberal management solutions and the legitimacy of their criticism under the radical trend in management, pedagogy and social sciences. Along with making public goods, such as health care, welfare and higher education, accessible to the general public in the twentieth century, the problem of growing costs of such services emerged as well.